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By Lorina, Aussie Childcare Network 6 December, 2017
When an Educator is not performing their tasks or responsibilities at best practice, these issues need to be addressed for the Educator to understand where they need to improve.
The following article is a guide for Lead Educators/Directors and those in charge of Educators within a setting, to understand underperformance, common performance issues, how to solve them and more.
Underperformance needs to dealt with efficiently by the Lead Educator/Director as it can cause a negative effect on the entire service and become unhealthy and difficult to resolve in the future.
What is Underperformance?
Educators may perform poorly due to the following reasons:
During the time of their underperformance, there may be personal issues or hardships that the Educator may be facing outside of the service that is affecting their work or workplace bullying that has been overlooked. Educators should be given an opportunity to discuss in confidentiality the reasons for their poor performance in a safe environment. It's impotant that Lead Educators/ Directors manage underperformance in an appropriate and sensitive manner in order for a positive outcome and to move forward to create a high-quality environment.
Common Performance Issues
Here is a summary of issues that you may face by Educators and how to manage and improve performance:
Issue:
The Educator does not undertake work as required, showing signs of apathy and laziness.
The Educator does not appear to understand job requirements or directions.
Possible Causes:
The Educator will not follow directions or perform tasks as required.
Possible causes:
The Educator fails to acknowledge they are underperforming.
Possible causes:
The Educator does not complete work tasks to the required standards, policies and procedures.
Possible causes:
Lacks the required skills and capabilities.
What to do:
The Educator is cynical about work environment and tasks, bringing negative opinions to the work environment.
Possible causes:
The Educator is regularly absent without cause.
Possible causes:
Step 1 - Identify The Problem
Specifically, identify the problem - give clear examples.
Step 2 - Assess and analyse the problem
Identify the issue and determine how serious the issue is, how long the issue has existed etc.
Step 3 - Arrange A Meeting Discuss The Issue With the Educator Involved
Have an open and non-intimidating conversation on:
Step 4 - Come Up With A Solution
The Educator and Lead Educator/Director should collaborate and come up with a solution to overcome these issues. Educators who are encouraged to contribute to the solution are more likely to accept it and act upon it.
To come up with a solution together you should:
Once the issues have been resolved and a plan of action has been devised, it's important that the Lead Educator/Director monitor the Educator's performance and provide feedback and encouragement where necessary. Both positive and negative feedback should be given and you should continue to work with the Educator to ensure that their performance improves and the Educator carries our their duties as required.
When an Educator is underperforming it's important that they are given a chance to improve before further action is taken. It is the responsibility of the Lead Educator/Director to ensure that Educators understand what is expected of them and when issues do arise that you explain your concerns with examples. Educators should be given an opportunity to respond to issues of concern before you consider action and work together to resolve all concerns. All Educators within the service should regularly be provided with feedback on their performance so improvements can be made accordingly within the team environment.
The following article is a guide for Lead Educators/Directors and those in charge of Educators within a setting, to understand underperformance, common performance issues, how to solve them and more.
Underperformance needs to dealt with efficiently by the Lead Educator/Director as it can cause a negative effect on the entire service and become unhealthy and difficult to resolve in the future.
What is Underperformance?
- Failure to perform duties, tasks and responsibilities of the position
- Unsatisfactory work performance to the standard required
- Unacceptable behaviour in the workplace
- Disruptive or place manage behaviour that impacts the team
- Non-compliance with service policies, procedures, National Regulations.
Educators may perform poorly due to the following reasons:
- interpersonal differences
- cultural misunderstandings
- miscommunication
- workplace bullying
- personal issues (mental health-related, drug/alcohol abuse, physical stress, family stress)
- low morale
- lack of motivation
- the poor work environment
- no feedback on work performance
- Educator doesn't have the knowledge or skills to do the job as expected
- Service policies and Procedures are unclear
During the time of their underperformance, there may be personal issues or hardships that the Educator may be facing outside of the service that is affecting their work or workplace bullying that has been overlooked. Educators should be given an opportunity to discuss in confidentiality the reasons for their poor performance in a safe environment. It's impotant that Lead Educators/ Directors manage underperformance in an appropriate and sensitive manner in order for a positive outcome and to move forward to create a high-quality environment.
Common Performance Issues
Here is a summary of issues that you may face by Educators and how to manage and improve performance:
Issue:
The Educator does not undertake work as required, showing signs of apathy and laziness.
The Educator does not appear to understand job requirements or directions.
Possible Causes:
- Job content and design
- Inappropriate job fit
- Personal or external issues.
- Begin with informal performance discussion
- Be clear about the performance requirements and expected contribution of the role to the work of the business.
- Focus on interest in work tasks, and how they might be improved.
- Explore options for opportunities in other areas of the service, if possible.
- Refer to counselling service if personal circumstances are impacting performance.
The Educator will not follow directions or perform tasks as required.
Possible causes:
- Failure to understand what is required
- Inability to perform tasks
- Personal issues.
- Begin performance improvement process starting with informal discussions around what is required in the position.
- Look at possible options for training and development if a skill deficit is identified.
The Educator fails to acknowledge they are underperforming.
Possible causes:
- Performance issues have not been adequately explained
- The process has not been adequately applied.
- Employee does not accept management assessments.
- Re-establish expected outcomes
- Use evidence of how performance has failed to meet expected standards
- Explain the impact of this on the success of the service.
The Educator does not complete work tasks to the required standards, policies and procedures.
Possible causes:
Lacks the required skills and capabilities.
What to do:
- Identify training and development opportunities as a part of performance improvement plan.
- Review recruitment practices to ensure appropriate selection decisions are being made.
The Educator is cynical about work environment and tasks, bringing negative opinions to the work environment.
Possible causes:
- Has become disillusioned with work environment
- Fails to understand the value of work being undertaken.
- Establish team culture based on respect and support.
- Re-establish role of the position, and the value of outcomes delivered by the organisation.
- If possible, explore opportunities for career transition and movement.
The Educator is regularly absent without cause.
Possible causes:
- Job content and design
- Inappropriate job fit
- Management style
- Personal or workplace issues.
- Identify cause behind absenteeism
- Explore possible strategies for job redesign, job fit, changes to working arrangements, management of health issues.
Step 1 - Identify The Problem
Specifically, identify the problem - give clear examples.
Step 2 - Assess and analyse the problem
Identify the issue and determine how serious the issue is, how long the issue has existed etc.
Step 3 - Arrange A Meeting Discuss The Issue With the Educator Involved
Have an open and non-intimidating conversation on:
- what the issue is
- why is it an issue
- how the issue impacts the workplace
- why you have concerns
Step 4 - Come Up With A Solution
The Educator and Lead Educator/Director should collaborate and come up with a solution to overcome these issues. Educators who are encouraged to contribute to the solution are more likely to accept it and act upon it.
To come up with a solution together you should:
- focus on the positives
- offer support (training, mentoring, flexible work practices etc)of.
- explore ideas
- use open questions
Once the issues have been resolved and a plan of action has been devised, it's important that the Lead Educator/Director monitor the Educator's performance and provide feedback and encouragement where necessary. Both positive and negative feedback should be given and you should continue to work with the Educator to ensure that their performance improves and the Educator carries our their duties as required.
When an Educator is underperforming it's important that they are given a chance to improve before further action is taken. It is the responsibility of the Lead Educator/Director to ensure that Educators understand what is expected of them and when issues do arise that you explain your concerns with examples. Educators should be given an opportunity to respond to issues of concern before you consider action and work together to resolve all concerns. All Educators within the service should regularly be provided with feedback on their performance so improvements can be made accordingly within the team environment.
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Workplace Bullying is something that each of us may have experienced at some point of time in our industry. It makes you feel incompetent, it's depressing and you feel worthless. No one should ever make you feel negative, especially at your work! Workplace Bullying is a serious risk to the emotional wellbeing and health of educators and it needs to be prevented and dealt with if it does occur. It's unfortunate but it still exists in early childhood settings!
What is Work Place Bullying?
Workplace bullying is repeated and unreasonable behaviour directed towards a co-worker. It can be carried out in a variety of ways including through verbal or physical abuse, emails, sms, internet chat rooms and social media. Workplace bullying includes:
If you feel safe and confident, you can approach the person who is bullying you and tell them that their behaviour is unwanted and not acceptable. They may not realise the effect their behaviour is having on you and your feedback may give them an opportunity to change their behaviour.
If you want to deal with the situation personally:
Workplace bullying should always be reported. If you believe you are experiencing or witnessing workplace bullying, you should report it as early as possible. Your employer cannot address the problem if they do not know about it.
You can make a workplace bullying report verbally or in writing, including by:
If the workplace bullying behaviour has not stopped, you may be able to make a complaint to an external body such as the Fair Work Commission.
How Your Service Should Help
If you inform your service that you are experiencing workplace bullying, or someone has made a report against you, your workplace should:
If your workplace decides that a report should be investigated further, it should inform you of the further investigation process. The investigator should be a suitably skilled, neutral person from within the workplace or an external investigator.
What To Do If You Are Accused Of Workplace Bullying
Being accused of bullying behaviour can be upsetting and come as a shock but it is important to be open to feedback from others, and if necessary, be prepared to change your behaviour. Keep the following points in mind:
If you do not understand the complaint or would like a second opinion about your behaviour, discuss the matter with someone you trust. This might be your manager, or a counsellor engaged through your organisation's employee assistance program. Any discussion should be strictly confidential. It is important not to unintentionally escalate the situation by discussing the issue openly.
If you believe you are being unjustly accused, or the complaint is malicious, you should discuss this with your director or management. It may be that an informal discussion between you, the person making the allegation and a third party will solve the problem.
Adjust Unreasonable Behaviour
If you have been made aware that your behaviour is considered unreasonable, stop or modify the behaviour and review what you are doing.
If, after careful consideration, you believe that your behaviour is reasonable management action, you should discuss this with your supervisor, manager, or a human resources officer. Even in those circumstances, it may be possible to modify future management action to minimise the risk that others might find it unreasonable.
If you are found to have continued to bully someone after their objection to your bullying behaviour was made known to you, your persistence, or the fact that you have not modified your behaviour, is likely to be taken into account in disciplinary or other proceedings.
Where To Go For Help?
If you have not being able to resolve the bullying within your serive, there are a number of agencies and organisations that may be able to offer further advice and assistance. You can contact your Work Health and Safety Regulators In your state/territoty.
You can also contact Fair Work Comission for an order to stop the workplace bullying,they will assist you to identify if you are eligible to apply for an order.
The Fair Work Commission’s anti-bullying jurisdiction is limited to preventing the worker from being bullied at work. The Fair Work Commission cannot issue fines or penalties and cannot award financial compensation. The focus is on resolving the matter and enabling normal working relationships to resume.
The Fair Work Commission will make an order if satisfied the worker has been bullied at work by an individual or a group of individuals and there is a risk the worker will continue to be bullied at work. The Fair Work Commission will take into account:
For advice:
References:
Workplace bullying is repeated and unreasonable behaviour directed towards a co-worker. It can be carried out in a variety of ways including through verbal or physical abuse, emails, sms, internet chat rooms and social media. Workplace bullying includes:
- behaving aggressively
- teasing, making fun of your work or you as a person (including your family, culture, background) etc.
- unreasonable work demands
- being put down openly and in front of others
- excluding you or stopping you from working with people or taking part in activities that relates to your work
- playing mind games, ganging up on you, or other types of psychological harassment
- intimidation (making you feel less important and undervalued)
- giving you pointless tasks that have nothing to do with your job
- giving you impossible jobs that can't be done in the given time or with the resources provided
- deliberately changing your work hours or schedule to make it difficult for you
- deliberately holding back information you need for getting your work done properly
- pushing, shoving, tripping, grabbing you in the workplace
- Make sure you're informed. Your center should have a bullying policy and complaints procedure. The policy should outline how the service will prevent and respond to workplace bullying.
- Keep a diary. Documenting everything that happens, including what you've done to try stopping it. This can help if you make a complaint.
- Get information and advice. If the bullying is serious, if the situation has not changed after complaining to your director or management, or if there is not anyone you can safely talk to at work you can get outside information and advice.
If you feel safe and confident, you can approach the person who is bullying you and tell them that their behaviour is unwanted and not acceptable. They may not realise the effect their behaviour is having on you and your feedback may give them an opportunity to change their behaviour.
If you want to deal with the situation personally:
- do it as soon as possible
- raise your concerns casually in a non-confrontational manner
- don’t engage in retaliatory behaviour
- focus on the unwanted behaviour and how it makes you feel rather than the person
- being open to feedback
Workplace bullying should always be reported. If you believe you are experiencing or witnessing workplace bullying, you should report it as early as possible. Your employer cannot address the problem if they do not know about it.
You can make a workplace bullying report verbally or in writing, including by:
- informing your director, assistant director or room leader
- informing management
- using other established reporting procedures
If the workplace bullying behaviour has not stopped, you may be able to make a complaint to an external body such as the Fair Work Commission.
How Your Service Should Help
If you inform your service that you are experiencing workplace bullying, or someone has made a report against you, your workplace should:
- respond to the bullying report quickly and reasonably in accordance with the policies and procedures at your service
- treat all reports seriously
- inform you of the process of how the matter will be dealt with and estimated timeframes
- keep you informed of progress and explain reasons for delays
- advise you of the name and details of a contact person
- maintain confidentiality
- allow all parties to explain their version of events
- remain neutral and impartial towards everyone involved
- advise you of support options available to you, such as counselling
- allow you to have a support person present at interviews and meetings, for example a friend
- keep records, for example of the bullying report, conversations, meetings and interviews
- attempt to resolve the matter, and
- communicate to you the outcome of actions taken and the reasons for decisions made and any right of review if the parties are not satisfied with the outcome.
If your workplace decides that a report should be investigated further, it should inform you of the further investigation process. The investigator should be a suitably skilled, neutral person from within the workplace or an external investigator.
What To Do If You Are Accused Of Workplace Bullying
Being accused of bullying behaviour can be upsetting and come as a shock but it is important to be open to feedback from others, and if necessary, be prepared to change your behaviour. Keep the following points in mind:
- Give the complaint serious consideration
- If someone approaches you about your behaviour, try to remain calm and avoid aggravating what is likely to be an already difficult situation.
- Listen carefully to the particular concerns expressed. Discuss how you might work together more effectively.
- The other person is more likely to share their views with you if you choose a neutral space and ask open questions without attempting to justify your behaviour. Even so, the other person may not be comfortable speaking to you.
If you do not understand the complaint or would like a second opinion about your behaviour, discuss the matter with someone you trust. This might be your manager, or a counsellor engaged through your organisation's employee assistance program. Any discussion should be strictly confidential. It is important not to unintentionally escalate the situation by discussing the issue openly.
If you believe you are being unjustly accused, or the complaint is malicious, you should discuss this with your director or management. It may be that an informal discussion between you, the person making the allegation and a third party will solve the problem.
Adjust Unreasonable Behaviour
If you have been made aware that your behaviour is considered unreasonable, stop or modify the behaviour and review what you are doing.
If, after careful consideration, you believe that your behaviour is reasonable management action, you should discuss this with your supervisor, manager, or a human resources officer. Even in those circumstances, it may be possible to modify future management action to minimise the risk that others might find it unreasonable.
If you are found to have continued to bully someone after their objection to your bullying behaviour was made known to you, your persistence, or the fact that you have not modified your behaviour, is likely to be taken into account in disciplinary or other proceedings.
Where To Go For Help?
If you have not being able to resolve the bullying within your serive, there are a number of agencies and organisations that may be able to offer further advice and assistance. You can contact your Work Health and Safety Regulators In your state/territoty.
You can also contact Fair Work Comission for an order to stop the workplace bullying,they will assist you to identify if you are eligible to apply for an order.
The Fair Work Commission’s anti-bullying jurisdiction is limited to preventing the worker from being bullied at work. The Fair Work Commission cannot issue fines or penalties and cannot award financial compensation. The focus is on resolving the matter and enabling normal working relationships to resume.
The Fair Work Commission will make an order if satisfied the worker has been bullied at work by an individual or a group of individuals and there is a risk the worker will continue to be bullied at work. The Fair Work Commission will take into account:
- internal procedures available to resolve grievances and disputes at the workers’ workplace
- final or interim outcomes arising from an investigation carried out by the worker’s employer or other body, and
- any other matters the Fair Work Commission considers relevant.
For advice:
- Lifeline 13 11 14
- Beyond Blue 1300 224 636
References:
- Dealing With Workplace Bullying – Safe Work Australia (2016)
- Workplace bullying: Violence, Harassment and Bullying Fact Sheet – Australian Human Right Commission (2011)
- Workplace Bullying – Reach out
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Very important for all young families - from education.gov.au as at 1st December, 2017
From 2 July 2018, there will be a New Child Care Package, providing more support for more families.
Child Care Subsidy
The package includes a new Child Care Subsidy, which replaces the current Child Care Benefit and Child Care Rebate. The Child Care Subsidy will be paid directly to services.
There are also changes to the annual cap which will make child care more affordable for most families.
Three things will determine a family's level of Child Care Subsidy: Some basic requirements must be satisfied for an individual to be eligible to receive Child Care Subsidy for a child. These include:
The package includes a $1.2 billion Safety Net to give the most vulnerable and disadvantaged children, including those from regional and remote communities, a strong start through access to quality early learning and child care.
Next steps
The current arrangements don't change until 2 July 2018. More information about what families need to do to prepare for the change will be available in early 2018.
Find out more about child care
Promotional resources for childcare providers
Learn More
Family Webcast Information Sessions
The Department of Education and Training hosted three Family Webcast Information Sessions to help families learn about the New Child Care Package starting on 2 July 2018.
The free online sessions were held in November 2017 so families could better understand how the Package will impact them and the amount of subsidy they may be eligible to receive.
The presentation from these sessions is available online. A recording of the webcast, as well as the responses to the questions asked, will also be made available online shortly.
From 2 July 2018, there will be a New Child Care Package, providing more support for more families.
Child Care Subsidy
The package includes a new Child Care Subsidy, which replaces the current Child Care Benefit and Child Care Rebate. The Child Care Subsidy will be paid directly to services.
There are also changes to the annual cap which will make child care more affordable for most families.
Three things will determine a family's level of Child Care Subsidy: Some basic requirements must be satisfied for an individual to be eligible to receive Child Care Subsidy for a child. These include:
- the age of the child (must be 13 or under and not attending secondary school)
- the child meeting immunisation requirements
- the individual, or their partner, meeting the residency requirements.
The package includes a $1.2 billion Safety Net to give the most vulnerable and disadvantaged children, including those from regional and remote communities, a strong start through access to quality early learning and child care.
Next steps
The current arrangements don't change until 2 July 2018. More information about what families need to do to prepare for the change will be available in early 2018.
Find out more about child care
Promotional resources for childcare providers
Learn More
Family Webcast Information Sessions
The Department of Education and Training hosted three Family Webcast Information Sessions to help families learn about the New Child Care Package starting on 2 July 2018.
The free online sessions were held in November 2017 so families could better understand how the Package will impact them and the amount of subsidy they may be eligible to receive.
The presentation from these sessions is available online. A recording of the webcast, as well as the responses to the questions asked, will also be made available online shortly.